7 - ITIL - Continual Service Inmprovement

7.
Continual Service
Improvement
• 7.1 Lifecycle Phase
– 7.1.1Introduction
– IT departments must continually improve their
services in order to remain appealing to the
business.
– This is placed within the lifecycle phase of Continual
Service Improvement (CSI).
– In this phase, measuring and analyzing are essential
in identifying the services that are profitable and
those that need to improve.
11/19/22 by JOHN BLEBOO 1

7. Continual Service
Improvement
– CSI should be applied throughout the entire service
lifecycle, in all phases from Service Strategy to
Service Operation.
– This way, it becomes an inherent part of both
developing and delivering IT services.

Improvement
• Goal
– The main goal of CSI is the continual improvement of
the effectiveness and efficiency of IT services,
allowing them to better meet business requirements.

Improvement
• Goal
– This entails both achieving and surpassing the
objectives (effectiveness), and obtaining these
objectives at the lowest cost possible (efficiency).
– To increase the effectiveness you can, for instance,
reduce the number of errors in a process.
– To make a process more efficient you can eliminate
unnecessary activities or automate manual
operations.

Improvement
• Objectives
– The main objectives of CSI are: •
» To measure and analyze service level
achievements by comparing them to the
requirements in the Service Level Agreement
(SLA) •
» To recommend improvements in all phases of
the lifecycle
» To introduce activities which will increase the
quality, efficiency, effectiveness and customer
satisfaction of the services and the IT service
management processes
Improvement
• Objectives
– The main objectives of CSI are: •
» To operate more cost effective IT services
without sacrificing customer satisfaction
» To use suitable quality management methods for
improvement activities

Improvement
• Scope
– The scope of CSI includes the following important
areas:
» general quality of the IT management
» Continual tuning of the IT services to the current
andfuture needs of the business
» Continual tuning of the IT service portfolio
» The maturity of the IT processes which enable
the services

Improvement
• Value to the business
– There are several reasons to monitor and measure:
» To validate previous decisions
» To set direction for activities in order to meet
targets
» To justify (with facts) that a course of action is
required
» To identify a point of intervention including
required changes and corrective actions

Improvement
• Value to the business
– CSI mainly measures and monitors the following
matters:
» Process compliance- Are the new or modified
processes being followed?
» Quality – Do the various process activities
meet their goals?
» Performance - How efficient is the process?
» Business value of a process - Does the
process make a difference?

Improvement
– 7.1.2 Basic Concepts
• Organizational change is needed to make
continual improvement a permanent part of the
organizational culture.

Improvement
• Eight crucial steps to successful organizational
change:
– Create a sense of urgency
– Form a leading coalition
– Create a vision
– Communicate the vision
– Empower others to act on the vision
– Plan for and create quick wins
– Consolidate improvements and create more change
– Institutionalize the changes

Improvement
• Deming developed a step-by-step improvement
approach : the Plan-Do-Check-Act Cycle (PDCA):
– Plan – What needs to happen, who will do what and
how?
– Do - Execute the planned activities.
– Check - Check whether the activities yield the desired
result.
– Act – Adjust the plan in accordance to the checks.

Improvement
• Deming Cycle
– The cycle is also known as the Deming Cycle

Improvement
• CSI uses the PDCA Cycle in two areas:
– Implementation of CSI - Plan, implement (do), monitor,
measure, and evaluate (check) and adjust (act) CSI.
– Continual improvement of services and processes -
This area focuses on the “check” and “act” phase, with
few activities in the “plan” and “do” phase, such as
setting goals.

Improvement
• Metrics
– A metric measures whether a certain variable meets its
set target.
– CSI needs three types:
» Technology metrics - Performance and availability
of components and applications.
» Process metrics - Performance of service
management processes.
» Service metrics - End service results, measured by
component metrics.

Improvement
• Define Critical Success Factors (CSFs): elements
essential to achieving the business mission.
• KPIs following from these CSFs determine the

quality, performance, value, and process
compliance.
• They can either be
– qualitative (e.g. customer satisfaction surveys), or
– quantitative (e.g. costs of a printer incident).

Improvement
• Metrics supply quantitative data. CSI transforms
these into qualitative information.
• Combined with experience, context, interpretation
and reflection this becomes knowledge.

Improvement
• The CSI improvement process focuses on the
acquirement of wisdom:
– being able to make the correct assessments and the
correct decisions by using the data, information and
knowledge in the best possible way.
– This is called the data-information-knowledge-wisdom
model (DIKW).

Improvement
• Governance drives organizations and controls
them.
• Corporate governance provides good, honest,
transparent and responsible management of an
organization.
• Business governance results in good company
performances.
• Together they are known as enterprise governance.
See Figure 7.2.

Improvement
• IT governance is part of enterprise governance and
comprises both corporate governance and business
governance.
• CSI policies capture agreements about measuring,
reporting, CSFs, KPIs and evaluations.

Improvement
– 7.1.3 Processes and other activities
• Seven Steps Improvement Process
• Before you start with an improvement process,
you should set the direction, using the CSI model:
– 1. What is the vision?-Formulate a vision, mission, goals
and objectives together with the business.
– 2. Where are we now? - Record the current situation and
set the baseline.
– 3. Where do we want to be? - Determine measurable
targets.

Improvement
• Before you start with an improvement process,
you should set the direction, using the CSI model:
– 4. How do we get there? - Draw up a detailed Service
Improvement Plan (SIP).
– 5. Did we get there? – Measure whether the objectives
have been achieved, and check whether the processes
are complied with.
– 6. How do we keep the momentum going? - Engrain the
changes in order to maintain them.

Improvement
• Continual Service Improvement :
– The CSI improvement process (or 7-step improvement
process) - Describes how you should measure and
report.
– Service reporting - Reports on results and service level
developments.

Improvement
• Continual Service Improvement activities:
– Service measurement - Determines the value of the
services with regard to the agreed service levels.

Improvement
– 7.1.4 Roles of CSI in the Organization
• CSI comprises
• permanent production roles such as
– service manager,
– service owner,
– process owner and
– analysts, and
• temporary project roles such as
– Project managers and
– Project team members.

Improvement
• Service manager
– The service manager manages the development,
implementation, evaluation and ongoing
management of new and existing products and
services.

Improvement
• The service manager is responsible for:
– achieving company strategy and goals
– Benchmarking
– financial management
– Customer management
– Vendor management
– Full lifecycle management
– Inventory management.

Improvement
• CSI manager
– This new role is essential for a successful improvement
program. The CSI manager is responsible for CSI in the
organization.
– The CSI manager manages the measuring, analysis,
investigating and reporting of trends and initiates
service improvement activities.
– In addition, the CSI manager also make sure that
sufficient CSI supporting resources are available.

Improvement
• CSI manager
– The CSI manager is responsible for:
» 1. development of the CSI domain
» 2. awareness and communication of CSI throughout
the organization
» 3. allocating CSI roles
» 4. identifying and prioritizing improvement
opportunities to senior management together with
the service owner
» 5. identifying monitoring requirements together
with the service level manager
Improvement
• CSI manager
» 6. Ensuring that the proper monitoring tools are
installed
» 7. Creating SIPs together with the service level
manager
» 8. Capturing baseline data to measure improvement
against it
11/19/22 b 32
y JOHN BLEBOO
Improvement
• CSI manager
» 9.Defining and reporting upon CSFs, KPIs and
activity metrics
» 10. using supporting frameworks and models
» 11. Making knowledge management an integral part of
the daily routine
» 12. Evaluating analyzed data.
11/19/22 b 33
y JOHN BLEBOO
Improvement
• CSI manager
– The CSI manager must be able
» to lead projects throughout the organization,
» build good relationships with the business and IT
management,
» have a flair for improvement opportunities
throughout the company and be able to counsel
staff.

Improvement
• Service owner
– It is crucial to appoint one person responsible for each
service: this is the service owner.
– The service owner is the central point of contact for a
specific service.
– It does not matter where the underlying technological
components, process or functions are located.

7. Continual Service Improvement
• Service Owner
– The main responsibilities are:
– • owningand representing the service
– understanding which components make up the service
– • measuring the performance and availability
– • attending Change Advisory Board (CAB) meetings if
these changes are relevant to the service they represent
– • working with the CSI manager to identify and prioritize
improvements
– • participating in internal and external service reviews
– •maintaining the service entry in the service catalogue
– • participating in the negotiation of SLAs and OLAs

Improvement
• Process owner
• The process owner ensures that the
organization follows a process. The Process
owner must be a senior manager with enough
credibility, influence and authority in the
organization departments which are part of the
process.
• The process owner performs the essential role of
process champion, design lead, advocate, coach
and protector. See also chapter 4 “Service
11/19/22 Design”. by JOHN BLEBOO 37
Improvement
• Service knowledge manager - designs and
maintains a knowledge management strategy and
implements this.
• Reporting analyst - evaluates and analyzes data,
and identifies trends; often cooperates with SLM
roles (see Service Design); must have good
communication skills because reporting is an
essential element of communication.
• Communication responsibility - designs a
communication strategy for CSI.
Improvement
– 7.1.5 Methods , Techniques and Tools
• There are various methods and techniques to
check whether planned improvements actually
produce measurable improvements:
– 1.Implementation review - Evaluates whether the
improvements produce the desired effects.
– 2.Assessment - Compares the performance of a
process or organization against a performance
standard, such as an SLA or a maturity standard.

Improvement
– 3.Benchmark –A special type of assessment:
organizations compare (parts of) their processes
with the performance of the same types of processes
that are commonly recognized as “best practice”.
– 4.Gap analysis - Determines where the organization
is now and the size of the gap with where it wants to
be.

Improvement
– 5.Balanced Scorecard - Includes four different
perspectives on organizational performance:
customer, internal processes, learning and growth
and financial.
– 6.SWOT-analysis- Looks at the Strengths,
Weaknesses, Opportunities and Threats of an
organization or component.

Improvement
– 7.Rummler- Brache swim-lane diagram - Visualizes
the relationships between processes and
organizations or departments with “swim lanes”.
– Swim lanes are strong tools for communication with
business managers, as they describe a process from
an organizational viewpoint, and this is the way most
managers look at a process.

Improvement
– 7.1.6 Implementation and operation
• Before you implement CSI you must establish:
– Roles for trend analysis, reporting and decision-
making.
– a testing and reporting system with the
appropriate technology.
– services are evaluated internally before the IT
organization discusses the test results with the
business.

Improvement
• Before you implement CSI you must establish:
– Roles for trend analysis, reporting and decision-
making.
– a testing and reporting system with the
appropriate technology.
– services are evaluated internally before the IT
organization discusses the test results with the
business.

• Benefits of CSI may be:
– Shorter time to market
– Customer bonding
– Lower maintenance costs

• Critical success factors for CSI include:
– Adoption by the whole organization, including the
senior management
– Clear criteria for the prioritization of improvement
projects
– Technology to support improvement activities

• Introduction of CSI comes with the following
challenges and risks:
– Too little knowledge of the IT impact on the
business and its important processes
– Neglecting the information from reports •
– Insufficient resources, budget and time
– Trying to changeeverything at once
– Resistance against (cultural) changes
– Poor supplier management
– Lack of sufficient testing of all improvement aspects
(people, process and products)
• CSI uses a lot of data from the entire service
lifecycle and virtually all its processes. CSI
thus gains insight into the improvement
opportunities of an organization.

• Service level management, from the Design
phase of the Lifecycle, is the most important
process for CSI. It agrees with the business
what the IT organization needs to measure and
what the results should be. SLM maintains and
improves the quality of IT services by
constantly agreeing, monitoring and reporting
on IT service levels.

• As with all other changes in the Lifecycle, CSI
changes must go through the change, release,
and deployment process.
• CSI must therefore submit a Request for
Change (RFC) with change management and
conduct a Post Implementation Review (PIR)
after implementation. The CMDB should be
updated as well.

• 7.1 Functions and Processes
– 7.2.1 CSI Improvement Process/ 7-step
Improvement Process
• Introduction
– The CSI improvement process or 7-step
improvement process describes how to measure and
report on service improvement. This process is
closely aligned to the PDCA Cycle and the CSI
model, which should result in a Service Improvement
Plan (SIP). Figure 7.3 shows how the CSI model and
the CSI improvement process mesh together.

Improvement Process
• Basic Concepts
– Measuring is critical in CSI. It is step 3 of the CSI
improvement process as discussed below. It should,
however, never become a goal unto itself. Always
keep in mind why you measure.

Improvement Process
• Basic Concepts
– Before an organization can produce meaningful
measurements, it needs to set its baseline, by
answering the question “where are we now?”. If
there is little data available, first determine a baseline
of relevant data.

Improvement Process
• Basic Concepts
– Measuring is critical in CSI. It is step 3 of the CSI
improvement process as discussed below. It should,
however, never become a goal unto itself. Always
keep in mind why you measure.

Improvement
Improvement Process
• Activities
– CSI measures and processes measurements in a
continual improvement process in seven steps:
» 1. What should you measure? - This must follow
from the vision (Phase I of the CSI model) and
precede the assessment of the current situation
(Phase II of the CSI model).

Improvement
Improvement Process
• Activities
– CSI measures and processes measurements in a
continual improvement process in seven steps:
» 2. What can you measure? - This step follows
from Phase III of the CSI model: where do we
want to be? By researching what the
organization can measure, it will discover new
business requirements and new IT options. By
using a gap analysis CSI can find areas for
improvement and plan these (Phase IV of the CSI
model).
Improvement
Improvement Process
• Activities
– 3. Gather data (measure) - In order to verify whether
the organization has reached its goal (Phase V of the
CSI model), it must perform measurements following
from its vision, mission, goals and objectives.

Improvement
Improvement Process
• Activities
– 4. Process data - The processing of data is to
determine the right presentation format appropriate
to each audience.
– 5. Analyze data - Discrepancies, trends and possible
explanations are prepared for presentation to the
business (Phase V of the CSI model).

Improvement
Improvement Process
• Activities
– 6. Present and use information - The stakeholder is
informed whether the goals have been achieved (still
Phase V).
– 7. Implement corrective action – Create
improvements, establish a new baseline and start
the cycle from the top.

Improvement Process
• Inputs and Outputs
– The inputs for the CSI improvement process going
into Step 1 consist of:
– • Service Level Requirements
– •service catalogue
– •vision, mission, goals and objectives of the,
organization and its units
– • governance requirements
– • budget
– • balanced scorecard
– • results from SIP coming from step7

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• KPIs following from these CSFs determine the

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